Coaching

The Entrepreneur’s Resilient Mindset

June 13, 2017

The Entrepreneur’s Resilient Mindset: 5 Things Balanced Business-Owners Do Differently.

By Coach Hina Khan

In my practice as both a coach and a therapist I deal with a lot of successful entrepreneurs. After hundreds of hours of sessions I’ve identified a number of patterns that the highest performers share.

 

  • High-Performers Prioritize Health.

One of my clients travels a lot, and she refuses to accept her heavy travel schedule as an excuse to maintain an unhealthy lifestyle.

For example, she always makes sure that she has time before her meetings to work-out, and she only stays in hotels with 24 hour gyms. Rather than become a victim of her lifestyle, my client ensures that her good habits are not broken by her work.

Everyone has available to them the excuse that they are “too busy,” but if we’re honest with ourselves then we have to admit that living a healthy lifestyle is not a function of time but a function of habits. The basis of sustaining high productivity at work and quality time with our family is our health.

Another way to think about it is that high-performers often treat themselves like million-dollar race horses. If you had a million dollar race horse, you would ensure that it ate well, that it received the right level of exercise, and that its coat was always shiny. Understanding its value, you would endeavour to provide the appropriate level of treatment.


Similarly, high-performers are themselves the asset that needs to be protected, taken care of, and treated well. If we don’t treat ourselves well we’re not bringing 100% of ourselves to the job every day.

Eating well, exercising and generally taking care of themselves is non-negotiable for high-performers. Ensuring our health has to be a top-priority in order to sustain maximum performance over time.

 

  • High-Performers Leverage Teams

High-performers understand that the success of their organizations does not run through them but is instead enabled by them.

They do this by leveraging their teams, delegating, outsourcing, and generally questioning everything, including the structure.

They both create processes to bring order to disorder, and they erase processes when the nature of the work makes those processes obsolete.

 

High-performers focus on structure and constantly look for ways to adjust to develop new efficiencies and improve the customer experience.

In addition, an essential part of leveraging teams is generating new leadership.

Rather than holding their subordinates down, high-performers lift them up.

They build teams of empowered leaders capable of taking the organization to the next level.

They understand that the amount of leadership an organization can contain is not fixed. Rather, the more leadership one can generate, the more ambition one can fulfill.

 

  • High-performers adjust their roles to fit the evolving needs of their organizations.

The beauty of entrepreneurship is the opportunity to create something that has the potential to supersede one’s own expectations.

In the process of leveraging their teams, high-performers understand how their own role shifts.

As they delegate and generate new leadership, high-performers take on new tasks and shed old ones. Sometimes this shift is the product of a change in what those leaders enjoy doing from day to day, and sometimes it’s the product of what is required from the leader by the organization.

What is certain is that high-performing entrepreneurs do not  maintain static roles: they evolve along with the organization, as do their priorities and their focus.

 

  • High-performers find a balance between self-worth and self-awareness.

One of the things we discuss in Thinking Into Results is that high-performers undeniably understand their self-worth, and as their self-worth increases so to does their net-worth.  

No-one can outperform her self-image. Therefore, in order to succeed in the marketplace high-performers need to understand their inner-worth and be able to convince the market of that value.

Understanding one’s self-worth does not mean that we stop working on ourselves and we stop improving.

Top-sellers that I work with never stop working on their inner game of selling; they push themselves higher.

Understanding one’s self-worth also means having the humility to delegate those tasks that others can do better.

High-performers therefore understand and are confident in their self-worth. At the same time, they’re also self-aware enough to know how to build teams that complement their skill-sets.

 

  • High-Performers Don’t React: They Respond.

High-performers don’t react to circumstances, they respond, and this instinct is something that can be learned.

High-performers understand that their organizations are successful when they are proactive, not reactive.

When they are forced to be reactive, top-performers are more strategic. They allow themselves to feel things, but they don’t allow those feelings to determine their behaviour.

High-performers therefore have developed a sense of control that enables them to keep a steady hand on the wheel even in times of high winds and rough seas.

 

Conclusion

Not all high-performers fit the aforementioned mold. Indeed, some people are successful in spite of themselves and their bad habits.

Other entrepreneurs have great ideas and skillsets but arrive to the market either too early or too late. Some are victims of extenuating circumstances.

Nonetheless, having been exposed to dozens of successful high-performing entrepreneurs, I’ve noticed that they have either conquered the five traits described here or are working hard towards them.

One certain truth I can sustain, however, is that just like their organizations, high-performing entrepreneurs understand that they are works in progress. They are never finished growing, never finished learning, and they know that the only way to move forwards is to avoid standing still.